resilience Standing-on-masculinity ability is most frequently mentioned in the area of ​​mindfulness and meditation. This is about the personal resilience of every human being. But even companies today need this capability more than ever.

Already with this definition becomes clear: Organizational resilience goes far beyond pure risk management. This requires an even more far-sighted view, which includes the whole company. Just as individual resilience is about the well-being of people, organizational resilience deals with the health of the company - not just a nice-to-have, but a strategic need for the survival and development of the business to secure.

Resilient Organization: How to recognize it?

Above all, a resilient organization can be recognized by its adaptability and agile leadership, which conducts itself with confidence. This results in clear advantages for every company:

Strategic Adaptability: The organization remains successful and above all able to act even under constantly changing conditions. Even if the result of the adjustment is to move away from the original core business.

Agile Leadership: Agility is the answer to VUCA. An agile leadership style allows you to respond quickly and confidently to opportunities, but also to take balanced risks when needed.

Solid corporate governance: Transformational leadership is on everyone's lips today. No matter how you want to label the new leadership now. Its core pillars must be: A sense of responsibility at all levels of an organization and a culture of trust, transparency and innovation that ensures that the company stays true to its vision and values.

Customers value companies and corporate communications

Even if the product is good and the process works smoothly, the customer's personal experiences are remembered. How was he treated? Did you take him seriously? Did you meet him? Also, and especially in times of progressive digitization, the personal experience and assessment is again a high priority.

In addition, there is another aspect: Customers not only evaluate the relationship between companies and their customers, but also the relationship between companies and their environment. How does the company present itself? Which values ​​are lived there? How does the company deal with social issues? How does it live its social and social responsibility? With which partners is the company associated? If the customer's experience is also positive and coherent with regard to these factors, it will sustainably strengthen the brand's reputation and thus its resilience in the long term.

Corporate culture and values: finding a clear focus

For this coherent external perception, it is also important for companies to focus on real values ​​and to internalize them. For example, if sustainability is given as a value that is very important to the company, it is important that this aspect goes through all the production and distribution steps. It has to be incorporated into the DNA of the company. From the supplier through the apprentice to the board, this value must be lived, otherwise this damages the external presentation.

Imagine, Ryanair would start promoting now, customer service and comfortable travel are the most important of their business goals. That would probably not be a brand-building and resilience-promoting credo, but a PR-Gau. The value does not fit the current and visible reality. As described in the previous part of the series, lasting resilience can only build on strong values, with the involvement of employees and, above all, of customers.

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